Gordon Curphy and Robert Hogan, both organizational psychologists and leadership researchers, provide a critical perspective on Lencioni's team model in their book The Rocket Model: Practical Advice for Building High Performing Teams.[5] While they clearly emphasize The Five Dysfunctions of a Team's contributions to the field they also point out major drawbacks of the model:

"Lencioni's model provides useful insights about team dynamics and has some advantages over the other models. The model is straightforward, identifies many of the reasons why teams fail, and offers practical advice on how to build high-functioning teams. Lencioni also deserves credit for pointing out the following: (1) the importance of the "first team"; (2) the need for leaders to teach teams how to win; (3) the recognition of time wasted avoiding conflict; and (4) cascading effect of leadership team dynamics. The simplicity of the Five Dysfunctions model, key insights, and 'touchy-feely' approach to team building make it popular among human resource professionals and team consultants. Nonetheless, Lencioni's book is explicitly a work of fiction; it is not based on research and its practical recommendations lack empirical support. For example, when the trust level among team members is low, Lencioni recommends that leaders put them through a series of personal disclosures and outdoor experiential exercises. However, there is little likelihood that these activities can build trust in dysfunctional work teams. It is more likely that leaders of low-trust teams will invite the members to a paint ball outing but be the only persons with guns. According to Katzenbach and Smith, the only effective method for teams to build trust and cohesion is to do real work,[6] and using the Myers-Briggs Type Indicator,[7] the results do not constitute real work. Similar problems afflict the four other dysfunctions."[5]